Oil and Gas Investment in the New Risk Environment
The key issue in post-COVID-19 market risk assessment in the industry is peak investment—not peak demand.
The key issue in post-COVID-19 market risk assessment in the industry is peak investment—not peak demand.
State-owned oil and gas companies must adapt meaningfully to ongoing transitions toward the use of low-carbon sources of energy. They will need to reduce emissions and lower costs to compete in the years ahead.
Despite maintaining a positive outlook on future demand, investors want the O&G industry to meet emissions reduction targets and seek green portfolio alternatives.
By tailoring an incremental approach to their constraints and opportunities, upstream players can reduce their carbon footprint while limiting any negative economic impact.
A recent BCG study finds that upstream O&G companies struggle to deliver value from digital and that digital maturity correlates with value delivery.
Many companies fail to capture key benefits of replicating equipment and processes in a virtual environment. Taking these steps is essential to success.
Seven imperatives hold the key to succeeding with digital transformation at scale.
Hydrogen is on the verge of becoming instrumental in the fight against climate change—and providing a $200 billion revenue opportunity for machinery makers.
Even companies with modest direct-emissions footprints can make a global impact on decarbonization by implementing nine initiatives in their supply chains.
Can we create a global waste disposal service for carbon? BCG Managing Director & Partner Bas Sudmeijer proposes building networks to trap CO2 emissions deep in the earth, giving us a shot at stalling climate change.
The Biden administration’s climate plan can simultaneously repair damage done to the environment and the economy. Here’s how.
President Joe Biden has proposed the most ambitious climate policy in American history. How should companies get ready for the changes that are coming?
An analysis of pandemic stimulus measures finds that Europe is continuing its steady shift toward green energy while major Asian countries are sharply accelerating their transition.
The COVID-19 crisis may have accelerated a key inflection point in fossil fuels – fundamentally altering many energy companies’ economic position and outlook.
By reducing abatement costs, small networks of emitters could help establish carbon capture as a mainstream technology in the effort to mitigate global warming.
It’s a half-trillion-dollar liability that will only grow over time. Leading operators in each basin must decide on a strategy and work with their suppliers to put it into action.
Oil and gas operators and governments have announced ambitious plans to reduce abandonment expenses. To make it happen, they need to orchestrate a multifaceted approach.
The US gas market is seeing a raft of bullish price forecasts—but appearances can be deceiving.
In light of the pandemic and the supply shock in oil markets, gas companies must strengthen their positions and plan ahead.
Beijing’s decision to create a single national pipeline company will open up significant opportunities for global gas players.
This report, coproduced by BCG and the International Gas Union, assesses recent trends shaping today’s global gas industry and the factors that will affect the market in the future.
The stoppage of the truck drivers in Brazil in May of 2018 had repercussions far beyond the transport sector, demanding governmental actions amid the resulting political crisis.
Decentralized Solar Generation is already a reality in Brazil, and should show a high growth in the next years - due to the high solar irradiation economic incentives (explicit or not) for users to adopt this solution. We describe possible scenarios for future adoption, and suggest possible patterns of response by utilities.
The new sulfur regulations for marine fuel will disrupt the refining industry. By taking action now, refiners can limit the downside—or even emerge as winners.
Digital forces are deconstructing commodity trading’s value chain—and, in the process, changing what it takes for traders to succeed.
Attractive opportunities in storage stand to emerge soon. For smart investors, the rewards could be sizable.
Against a rapidly evolving financial and operating backdrop, midstream oil and gas players must rethink how they do business.
Faced with an unprecedented crisis, operators should use a dual approach that supports suppliers and embraces strategic partnerships to build industry resilience.
The segment has been hit hard, but prospects for individual players vary significantly.
By tapping into nonfuel value pools and boosting their energy transition efforts, players can diversify away from hydrocarbons and offset the volatility of their traditional businesses.
Powerful forces—including the rise of electric vehicles and changing consumer expectations—are buffeting fuel retailers. Companies must adapt or risk becoming irrelevant.
Deregulation is creating attractive opportunities in Mexico’s fuels market, both in the provision of infrastructure and in fuel sales and supply.
Blockchain might not be the panacea some anticipate. But the hype surrounding it could drive attention and solutions to the problems that plague commodity trading.
By making smart moves and adopting the right business model, companies can mitigate the risks and capture the upside of digitization.